By: Edson Nagamachi
With some frequency, many professionals and some academics who study Lean Manufacturing approach me to say they are fascinated by the methodologies within the Lean Root universe, and they ask me which methodology they should begin working with, or what the correct sequence of methodologies to apply would be.
When I receive this question, I usually respond with a very short and fundamental question:
— What is your purpose in applying Lean?
From that point on, the scenario I have observed is seriously concerning. Despite the passion demonstrated for Lean methodologies, fewer than half are actually able to clearly articulate the purpose they wish to achieve with the help of Lean Manufacturing in the organizations where they work.
Another point that draws my attention is that many of those who do respond say their purpose is “to implement a Lean Culture” in the company. You may call me demanding, but at that moment I ask a second question:
— What is your purpose in implementing a Lean Culture?
Very few are able to move the conversation forward with a clear purpose connected to concrete results and to the organization’s long-term vision.
This confirms why so many companies attempt to implement Lean and fail, or implement it and lose their way, generating widespread frustration. A survey conducted with North American industries showed that only 2% of companies that launched Lean programs achieved sustainable success. The main reason identified was clear: leaders focused on methodologies but neglected people and the program’s purpose.
And you? What are you seeking in the implementation of a Lean program?
I hope your answer strongly reflects the pursuit of greater competitiveness for your organization, the continuous elimination of waste, relieving operational pain points and operator overload, and developing the people around you.
The path of which methodologies to apply and in what sequence will become much easier to find once this clear Purpose is established.
After all, as the Cheshire Cat said to Alice in Alice in Wonderland:
if you don’t know where you want to go, any road will take you there.
Edson Nagamachi
Senior General Director of Honsha for Latin America. A Metallurgical Engineer from the Polytechnic School of USP and a Business Administration specialist from FGV, he built a nearly 30-year career at Toyota do Brasil, working in Production Engineering, Production Control and Logistics, Project Management, new plant implementation, and Innovation & Industry 4.0. He directly participated in the implementation of the Toyota Production System in Latin America and in the creation of strategic structures such as Obeya and e-kanban. Today, at Honsha, he is dedicated to supporting organizations in developing operational excellence with purpose, sustainability, and positive socioeconomic impact.
Visit the Honsha website:
https://www.honsha.org/?lang=pt-br
See other articles about Lean and Toyota at Honsha:
https://www.honsha.org/artigos/
